企业社会责任
中心性
业务
晋升(国际象棋)
营销
利益相关者
资源依赖理论
职位(财务)
社交网络(社会语言学)
等级制度
产业组织
公共关系
微观经济学
经济
社会化媒体
政治学
组合数学
政治
市场经济
数学
法学
财务
作者
Jean Jinghan Chen,Stanley I. M. Ko,Leona Shao‐Zhi Li,Fiona X. Yang
标识
DOI:10.1016/j.tourman.2021.104304
摘要
Extensive research has documented how corporate social responsibility (CSR) outcomes are determined by CEOs' intrinsic characteristics, while their social network status has been under-researched. Building on impression management theory and resource-based theory, the current study analyzes the association between CSR activities and top management's position in the social hierarchy, i.e., network centrality. The heterogeneous effects across different restaurant and CSR types are examined based on stakeholder theory. Using a panel dataset of publicly traded U.S. restaurant companies and a novel dataset of CEO network centrality, we find that firms with highly connected CEOs are involved in more socially responsible activities. In addition, the marginal effect of network centrality on CSR is stronger for fast-food than for full-service restaurants and more prominent for external than internal stakeholder subcategories. The results advance the determinant analysis of CSR and provide managerial implications for CEO selection and policy suggestions on CSR promotion.
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